Abrasive personality

1. Abrasive personality
By
Gagan Varshney
Department of Business Administration
Aligarh Muslim University

2. Harry Levinson
Well known author
President of Levinson
Institute
Lecturer at Harvard
University

Article published in 1978

3. Contents
Defining Abrasive Personality
Example of Darrel Sandstorm
Dilemma
Profile of abrasive person and Consequences
Origin of Abrasive Personality
Its Solution
Other problem situations

4. Who is Abrasive Person ?
good worker, but extremely ambitious in nature.

pushing himself to achieve perfection.

such person seems to puzzle, dismay, frustrate, and enrage
others in organizations.

5. Example : Darrel Sandstorm
Became vice-president at young age
Self-starter
Smart in recognizing business problem
Capable of solving problem very nicely
Do much debate in disscussion
Antagonize his superiors
Pressuring subordinate to achieve perfection
“Intellectual Bully”

6. Dilemma of Darrel Sandstorm
Due to his achievements,
some want to Promote him
Due to his abrasive behavior,
some want to Quit him
Dilemma: „Promotion‟ -versus- „Spare‟
Result : neither promoted nor spared

7. Profile of Abrasive Person
They- work hard to get perfection.
over supervision.
keenly analytical and intelligent.
do much debate in discussion.
crudely raise issues.
the more competition, the more abrasiveness.
have intense emotional interest in themselves.

8. Profile of Abrasive Person (contd..)
They- do not want to compromise.
do work very fast.
impatient with others.
difficulty in retire.
can frequently destroy the organization.

9. Origin of Abrasive Personality
Perfection as an ultimate aspiration
Pushing himself toward impossible aspiration and never
able to achieve them
This leads the feeling of guilt and anger
This feeling turns in the hostile attack on peers and
subordinate

10. Solving the Dilemma : First Stage
Recognize the psychological axiom.
Uncritically report your observations.
Point out you are with him.
His provocative behavior.
Challenge your observation.
Strong relationship.
Repeat this process.

11. Further Steps
Can not see reality.
Told very early.
Manager as sheepdog.
Highly conscientious people.
They need frequent feedback.
No uncertain terms.

12. References
Psychologist


Person is capable in his
role.

Boss want him to stay
Psychiatrist


Subordinates cannot cope
up.

Stagnated promotion.

13. Other Problem Situations
If the abrasive person is…
The Boss
The Peer
The Candidate
The You, Yourself

14. Conclusion
Superior want such persons…
Flower into mature executives.
Assume greater responsibility.

Psychological support from superiors.

16. Warning
Copyright © 2013 Gagan Varshney
All rights reserved with the author. Commercial use of
this presentation, or its any part, is prohibited.